Advertisement

Culture and Communication in International Marketing Channels

  • Trina Larsen
  • Brent A. Smith
  • Bert Rosenbloom
Conference paper
Part of the Developments in Marketing Science: Proceedings of the Academy of Marketing Science book series (DMSPAMS)

Abstract

As global competition has increased, there has been a renewed Interest in the effect of culture on marketing strategy (Aggarwal 1995; Black and Porter 1991; Bigoness and Blakely 1996; Dyer and Song 1997). The basic question, which has been argued for decades (see for instance, Buzzell 1968; Levitt 1983), is whether (or to what extent) management theories and practices are transferable across cultures (Douglas and Wind 1987). Some assert that globalization and changes in technology have lead to standardization, increasingly similar cultures, and universal management practices (Levitt 1983; Misawa 1987; Harpaz 1990; Ralston et al 1992). Others argue that despite the standardization of products and services, cultures are resistant to change, cultural differences are fairly stable over time, and different cultures require different management practices (Newman and Holten 1996; Hofstede 1980; 1991; Barkema and Vermeulen 1997; Erez 1986). Research findings have been mixed, but recently academicians have tended toward the view that culture does still matter. However, it has appeared that many organizations operate under the belief that cultures are converging and therefore, the transferability of management practices is a viable strategy (Callahan 1989; Marketing News June 1998). Thus, the impact of culture on marketing management strategies is still an important issue.

Keywords

National Culture Harvard Business Review Strategic Management Journal Market News Similar Culture 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Aggarwal, Madhu. 1995. “Review of a 40-Year Debate in International Advertising?” International Marketing Review. 12:26-48.CrossRefGoogle Scholar
  2. Barkema, Harry G., John H. J. Bell, and Johannes M. Pennings. 1996. “Foreign Entry, Cultural Barriers, and Learning.” Strategic Management Journal. 17: 151-66.CrossRefGoogle Scholar
  3. Bigoness, William J. and Gerald L. Blakely. 1996. “A Cross-National Study of Managerial Values.” Journal of International Business Studies, 27(4): 739-52.CrossRefGoogle Scholar
  4. Black, J. Stewart and W. Porter. 1991. “Managerial Behaviors and Job Performance: A Successful Manager in Los Angeles May Not Succeed in Hong Kong.” Journal of International Business Studies. 22(1): 99-113.CrossRefGoogle Scholar
  5. Buzzell, R. 1968. “Can You Standardize Multinational Markets?” Harvard Business Review. (November-December): 102-13.Google Scholar
  6. Callahan, Madelyn R. 1989. “Preparing the New Global Manager.” Training and Development Journal. (March): 28-32.Google Scholar
  7. Clark, Terry. 1990. “International Marketing and National Character: A Review and Proposal for an Integrative Theory.” Journal of Marketing. (October): 66-79.Google Scholar
  8. Douglas, Susan P. and Y. Wind. 1987. “The Myth of Globalization.” Columbia Journal of World Business. 22 (Winter): 19-29.Google Scholar
  9. Dyer, Barbara and Michael Song. 1997. “The Impact of Strategy on Conflict: A Cross-National Comparative Study of U.S. and Japanese Firms.” Journal of International Business Studies. 28(3): 467-93.CrossRefGoogle Scholar
  10. Erez, Miriam. 1986. “The Congruence of Goal Setting Strategies with Socio-Cultural Values and its Effect on Performance.” Journal of Management. 12: 585-92.CrossRefGoogle Scholar
  11. Fites, Donald. 1996. “Make Your Dealers Your Partners.” Harvard Business Review. (March-April): 84-95.Google Scholar
  12. Harpaz, Itzhak. 1990. “The Importance of Work Goals: An International Perspective.” Journal of International Business. 21(1): 75-93.CrossRefGoogle Scholar
  13. Hofstede, Geert. 1980. Culture’s Conseguen-ces. Beverly Hills, CA: Sage.Google Scholar
  14. Hofstede, Geert. 1991. Cultures and Organizations: Software of the Mind. Berkshire, U.K.: McGraw Hill.Google Scholar
  15. Levitt, Theodore. 1983. “Globalization of Marketing.” Harvard Business Review. (May-June): 92-102.Google Scholar
  16. Misawa, Mitsuru. 1987. “New Japanese-Style Management in a Changing Era.”Columbia Journal of World Business. 22(4): 9-17.Google Scholar
  17. Mohr, Jacqueline Joan. 1989. A Conceptual Model of Communication for Marketing Channels with an Empirical Test. Unpublished dissertation, The University of Wisconsin-Madison.Google Scholar
  18. Newman, Karen L. and Stanley D. Nollen. 1996. “Culture and Congruence: The Fit Between Management Practices and National Culture.” Journal of International Business Studies. 27(4): 753-79.CrossRefGoogle Scholar
  19. Ralston, David A., David J. Gustafson, PriscillaM. Elsass, Fanny Cheung, and Robert H. Terpstra. 1992. “Eastern Values: A Comparison of Managers in the U.S., Hong Kong, and the Peoples’ Republic of China.” Journal of Applied Psychology. 77: 664-71.CrossRefGoogle Scholar

Copyright information

© Academy of Marketing Science 2015

Authors and Affiliations

  • Trina Larsen
    • 1
  • Brent A. Smith
    • 1
  • Bert Rosenbloom
    • 1
  1. 1.Drexel UniversityNewarkUSA

Personalised recommendations